Graeber and Wengrow's historical insights parallel value creation principles, urging businesses to embrace customer delight, autonomous networks, and adaptive mindsets for resilient, outperforming success| Forbes
The Ongoing Paradigm Shift In Management Requires New Ways To Evaluate Performance| Forbes
11 studies show 10-year TSR superiority in capturing true value creation over short-term measures, with 7 companies that had to split due to poor long-term performance.| Forbes
Gary Hamel's 2025 Humanocracy update champions principles, mindsets, ownership, and networks —but misses the principle of customer value primacy as a core driver.| Steve Denning
As the Nobel Committee advances macro understanding, exploring customer-centric models could complement it, potentially sparking a productivity renascence| Steve Denning
Management maps are a novel approach for visualizing the performance of leading U.S./European firms, revealing the relationships between financials and principles| Steve Denning
Three value-creating principles are driving the remarkable success of scores of European and U.S. firms by prioritizing customer value, networks and adaptive mindsets| Steve Denning
Understanding why the Europe STOXX 50 is a mixed bag of value-destroying losers and value-creating winners. Here is how it compares with the Dow Jones Industrial Average.| Steve Denning
Here's why the Dow Jones Industrial Average has become a mixed bag, plus how to know which companies are actually value-creating winners.| Steve Denning
How Bodega Numanthia transformed Spanish wine-making by doing the opposite of what other wineries were doing; it enabled the terroir and the customer to rule.| Steve Denning
The paradoxical outcome is that firms focused on creating value for stakeholders make much more money than firms focused on making money.| Steve Denning
Eight big-name winners and losers show why the two core value-creation principles of customer focus and networks crush short-term profits and hierarchies.| Steve Denning
Pictures Help Show Why The New Generation Of Value-Creating Firms Show More Productive Ways Of Thinking, Speaking, and Organizing To Achieve Their Extraordinary Returns| Steve Denning
Studies show how firms that prioritize customers while using autonomous networks systematically outperform hierarchies of authority that prioritize short-term profits.| Steve Denning
The killer insight: value-creating enterprises not only satisfy customers: they make much more money than firms focused on making money.| Steve Denning
The obsolescence of managers is less about the personal characteristics of individual managers and more to do with the obsolete state of the organizations they work for.| Steve Denning
Energy companies like Equinor and Chevron show starkly different approaches to leadership and company culture. They'll need to innovate to keep up with a changing market.| Steve Denning
It May Come As A Shock To Millions Of Managers That The New Language Of Business Barely Includes The Job Title Of “Manager”: Solution: Become A Customer Missionary!| Forbes
The choice for leaders of big old bureaucracies is stark: change or die.| Forbes
Management must become more agile and adaptive if society is to prosper| Forbes
Drucker identified the customer as the guiding star for 21st century management| Forbes
Why Management Doesn’t Advance: Wrong Management Models| Forbes
The Agile mindset embodies a focus on customers, teams and operating as the network. It contrasts with a bureaucratic mindset focused on shareholders, rules and operating as a hierarchy.| Forbes
A terrible epidemic, writes Gary Hamel, is afflicting the human race. Its name isn’t Ebola. It’s called bureaucracy.| Forbes
Agile represents a paradigm shift in management.| Forbes
Mastering Strategic Agility is usually key to making money from Agile| Forbes
Strategic Agility is the next frontier of Agile management| Forbes
The main financial gains in Agile will come from strategic Agility, not operational Agility.| Forbes
Shareholder value theory is financially, economically, socially and morally wrong| Forbes
Effective leadership storytelling must find ways to overcome the confirmation bias with a different narrative pattern: the springboard story| Forbes
Corporations Adopting Preachy Social Purposes Won’t Save The Environment| Forbes
It’s Not Just What Nadella Did After He Became CEO: Here's How Innovators In The Middle Laid The Foundation And Paved The Way For The Triumph Of Microsoft's Renascence| Forbes
The Best Firms Work Backwards From The Customer| Forbes
The enterprise focus of MSFT's communication tool Teams raises questions whether implementation of its AI vision will enable individuals, not just enterprises| Forbes
In a knowledge economy, decisions based on competence typically outperform decisions based on positional title. Networks also provide quicker access to those with competence.| Forbes
The origin of 'the world’s dumbest idea’: maximizing shareholder value: The idea got going with an article by Milton Friedman in the New York Times in 1970. The economic consequences were disastrous.| Forbes
The Copernician Revolution In Management: Two articles in the FT underline the revolution in management now under way| Forbes
The Real Reason For The Failure Of The Massive Effort To Enhance Psychological Safety Is That Managers Are Trying To Solve The Wrong Problem| Forbes
It’s Not Rocket Science That Is Making Millions Of Managers Obsolete. Or Even AI. Traditional Managers Have Simply Got The Wrong Goal| Forbes
The ten basic truths of the value-creating enterprise have transformed the practice of traditional management into the discipline of value creation. Here are seven reasons why.| Forbes
Traditional management no longer works. Managers are at risk. They can prepare for these changes by mastering the ten basic truths of the value creating enterprise| Forbes
Discussions at the Drucker Forum showed dramatic change in the practice of management in the most successful firms today, while laggards contineue to struggle| Forbes
Agile management enables Spotify to beat its bigger richer rivals| Forbes
Nadella’s Six Winning Moves in Microsoft’s Digital Transformation| Forbes
Without Deep Change, Digital Transformations Are Doomed| Forbes
Amazon's Jeff Bezos epitomizes strategic agility.| Forbes
Maximizing shareholder value is the dumbest idea in the world. The only valid purpose of a firm is to create a customer| Forbes
There is only one valid definition of a business purpose: to create a customer. Peter Drucker, The Practice of Management “Imagine an NFL coach,” writes Roger Martin, Dean of the Rotman School of Management at the University of Toronto, in his important new book, Fixing the Game, “holding a press conference on [...]| Forbes
A new era of value creation has emerged in some of the fastest growing enterprises of all sizes and is transforming the world economy| Forbes
A paradigm shift in management has transformed the way firms are run, upending a century-long focus on short-term profits and so-called scientific management| Forbes
Exponential network effects are the El Dorado of modern management. They flow from mobilizing customers as value-co-creators. They require 21st century management.| Forbes
How Networks Of Competence Defeat Hierarchies Of Authority| Forbes
While Some Explore AI’s Possible Impact, The More Important Task Is To Depict The Revolutionary Changes in 21st Century Management That Have Already Occurred| Forbes
Achieving network effects requires a radically different kind of management in which meaning for customers is imbued in everything the firm does| Forbes
Networks require hierarchy to (1) create them; (2) establish their rules; (3) maintain and support them; and (4) align the rest of the organization with their autonomy.| Forbes
Why dynamic networks of competence are replacing mechanistic hierarchies of authority with a passion for value creation and sustained innovation| Forbes
Firms run as networks of competence tend to grow faster and have higher staff engagement then firms run as hierarchies of authority| Forbes
Business School Textbooks Teach Obsolete Top-down Concepts Of ‘Management’ With A Focus On Tools And Processes Ahead Of Mindsets and Interactions| Forbes
For the century after Frederick Taylor declared in 1911 that "the system must come before the man," processes dominated. Now mindsets drive processes.| Forbes
How The Lack Of An Agreed Definition Of ‘Management’ Has Turned the Discipline Of Management Into A Tower Of Babel| Forbes
The Reasons Why The ‘How’ Of Management Has Been Upended By The Right Hemisphere Of The Brain| Forbes
Surprise! The Most Valuable Firms In The World Are Agile!| Forbes
While The Top 20% Of Firms In The S&P500 Forge Further Ahead, The Bottom 80% Are Crippled By Obsolete Thinking And Assumptions| Forbes
Conflicting definitions of ‘management’ have created a Tower Babel: Ten steps can get us a fresh definition of management fit for challenges of the digital age.| Forbes
